SAP ECC : end of support… What attitude should you adopt based on your context ?
January 2026 will mark, for many companies, the end of official support for SAP ECC, and for the most recent versions, 2027 will mark the end of standard maintenance. Beyond a simple technical deadline, this represents a paradigm shift for CIOs.
SAP is continuing its shift toward the cloud and subscription model, leading to the gradual disappearance of perpetual licenses and on-premises environments.
Behind this evolution lies a clear reality:
- CIOs no longer buy a product, they rent a service,
- they no longer control updates, they follow the pace set by the vendor,
- and costs have become recurring, variable, and difficult to predict.
In an uncertain economic context, this shift raises key questions :
How can organizations adapt to this transformation without simply enduring it ?
Should they migrate now to S/4HANA Cloud ?
Postpone the decision through third-party maintenance ?
Or take advantage of this transition to rethink their IT model more broadly ?
At Hubadviser, we support CIOs every week as they face these choices. Some aim to reduce costs, others want to accelerate their transformation. But all are questioning what attitude to adopt in response to this structural shift.
With this in mind, we present four typical scenarios, based on :
- the findings of the Rimini Street survey conducted among nearly 500 North American CIOs,
- and Gartner’s analyses, particularly those of Mike Tucciarone, to help each CIO identify the strategy best suited to their context.
A key finding : SAP customers remain loyal but concerned
Before discussing possible trajectories, it is essential to understand the starting point. The survey conducted by Rimini Street among 455 organizations reveals a paradox : SAP customers are generally satisfied, yet concerned about the future economic model.
Here are the main insights :
- 79% of the CIOs surveyed said they were satisfied with SAP, including 27% “completely satisfied” and 52% “generally satisfied.”
- Among ECC users, this rate rises to 82%.
- However, 9 out of 10 customers are worried about the increase and unpredictability of subscription costs.
- 95% acknowledge that it is difficult to demonstrate a clear ROI for migration to S/4HANA.
- Finally, 67% of companies holding a perpetual license do not wish to move to a subscription model.
The distribution of SAP environments illustrates this diversity :
- 30 % → S/4HANA On-Premises
- 20 % → S/4HANA Cloud
- 34 % → ECC 6.0
- 18 % → ECC 5.0
- 13 % → R/3 or previous version
In summary, the vast majority of SAP customers do not plan to leave the ecosystem, but they seek to better control their costs, their pace, and the value they generate.
As Mike Tucciarone (Gartner) points out : “SAP ERP remains a trusted solution. Even though the modular approach is gaining ground, we are not yet seeing a massive exodus from the SAP ecosystem.”
Since a large-scale departure from SAP seems unlikely in the short term, the question is no longer “Should we stay or leave ?”
but rather :
“What stance should we adopt toward SAP, given our strategy, resources, and IT maturity ?”
It is precisely with this in mind that we propose four typical scenarios. Each corresponds to a different company profile and highlights the key factors to consider before making a structural decision about your ERP strategy.
A key finding : SAP customers remain loyal but concerned
1. Your priority is cost reduction
Objective : Navigate a challenging period without disrupting your IT landscape.
Your company is facing strong pressure on IT budgets. Your main goal is to stabilize existing systems and reduce recurring expenses without compromising operations.
The right approach :
Stay on ECC
End official SAP maintenance
Switch to third-party support (e.g., Rimini Street, Spinnaker Support, Support Revolution)
This strategy allows you to :
Cut maintenance costs by up to 50%
Gain 5 to 7 years of breathing room
Preserve system stability
Keep in mind :
Innovation capabilities will be limited
This is a temporary approach
A medium-term reinvestment must be planned
In summary : a pragmatic waiting strategy to weather a difficult period without sacrificing IT continuity.
2. Your company is doing well and wants to accelerate
Objective : Reach a new level of technological maturity.
Your executive leadership supports innovation, and your IT teams are strong. You can turn the SAP migration into a lever for overall modernization.
The right approach :
Migrate to RISE with SAP
Activate the Business Technology Platform (BTP) for data and extensions
Leverage SAP Joule for generative AI and automation
The benefits :
Become an early adopter of SAP innovations
Integrate AI at the core of your business processes
Modernize finance, supply chain, and talent management
It is essential to negotiate a strategic partnership with SAP, backed at the highest level of the organization. As an early adopter, you represent a reference client, a showcase for SAP whose success directly enhances the company’s credibility and communication around its cloud offerings. SAP therefore has every interest in offering you favorable financial conditions and enhanced support. This is probably the best time to negotiate.
But be cautious :
Operating expenses will increase
You must build a solid business case with the executive team
Value creation must be monitored over time
In summary : an ambitious option for organizations that want to make SAP a true driver of competitiveness.
3. Your resources are limited and your IT team is small
Objective : Stay up to date without adding complexity to your organization.
Your company cannot invest heavily, and your IT teams are small. Your priorities are security, reliability, and simplicity.
The right approach :
Move to SAP Public Cloud
Take advantage of automatic updates and native support
Unlock a few key features without a full system overhaul
The advantages :
A modern and compliant environment
Simplified maintenance
Reduced internal workload for operations
The limitations :
Limited room for innovation
Strong dependence on SAP’s roadmap
Limited customization capabilities
In summary : the simple and secure solution to keep your system up to date and functional, without aiming for a deep transformation.
4. Your resources are limited but your IT team is experienced
Objective : Reduce dependence on SAP and gain agility.
Your budget is constrained, but your teams are technically strong and autonomous. You have the skills to take back control of your architecture.
The right approach :
Move to the SAP Cloud version for key modules (Finance, Supply, etc.)
Gradually de-SAP other domains :
- Procurement → Ivalua, Coupa
- HR → Workday, Lucca
- Maintenance → ServiceNow, Infor EAM
- Planning → OMP, Kinaxis
The benefits :
Reduced dependence on SAP
More flexible architecture
Ability to innovate (AI, automation) without waiting for Joule
Conditions for success :
Strong interoperability management
Solid technical governance
High trust in IT teams
In summary : the path for agile CIOs who turn SAP constraints into a lever for independence and innovation.
In conclusion : it is not about leaving SAP, but redefining the relationship
The end of ECC support does not mark the end of SAP. It marks the end of an era when CIOs could still choose their own pace, model, and rules of the game.
From now on, every organization faces a strategic choice :
To endure the transformation imposed by the vendor, or to turn it to its advantage.
This shift should not be seen as a constraint, but as an opportunity for repositioning :
- an opportunity to regain control of the technological trajectory,
- to rebalance the client-vendor relationship,
and to rethink IT governance around value, flexibility, and sovereignty.
“At Hubadviser, we help CIOs assess their context, identify the most suitable trajectory, and build a realistic and sustainable roadmap, combining strategic vision, technology benchmarking, and field experience.“
Because true transformation is not simply about migrating to S/4HANA. It is about regaining control of your IT model and making the CIO function more strategic.
About the author
Ismail has 15 years of experience in IT and digital consulting. He spent nearly 7 years at Gartner. He has supported innovative startups in their growth strategy and worked with CIOs of large groups on their digital transformation. In 2021, Ismail founded Hubadviser to help CIOs challenge their vision with top-level experts.